UC Berkeley Library Organizational Renewal

Appendix 4: UC Berkeley Library Organizational Renewal Ideas for Action Collegiality and Cooperation / Effective Communication — Part 1 of 2

Objectives / Desired Outcomes: A library-wide environment where the following statements are true.

1. We treat co-workers, clientele, subordinates and superiors the way we want to be treated, being mindful to respect cultural differences. 2. We show respect for each other by communicating in a friendly and courteous manner, listening attentively, encouraging the expression of differing points of view, and staying open to questions and opinions from others. 3. We work together by taking a library-wide perspective, basing discussions on facts rather than rumor, offering constructive criticism, seeking creative and practical solutions, committing ourselves to follow mutually agreed-upon methods and procedures and meeting agreed-upon deadlines. 4. We are truthful, open and clear in our communication and respect confidentiality when appropriate.

Ideas for action:  Hold discussions of staff to develop and articulate ground rules that apply to meetings and one-on-one communications throughout the Library, then establish a mechanism for all staff to acknowledge, adopt and reinforce these ground rules.  Continue Town Hall Meetings, Early Birds and cross-departmental councils and working groups, which gather a wide variety of viewpoints. Deepen this to encourage and support all staff in being heard by holding regular cross- departmental discussions like those sponsored by OCC. Train facilitators and participants in the basics of “making meetings work.”  Provide training/discussion sessions for all staff on working in an environment rich with diverse backgrounds and perspectives.  Foster the expectation that all supervisors hold regular staff meetings and that all staff will actively participate in them.  Hear more from staff about how to make useful allusers, minutes, etc., and ask that the communicators and recipients take responsibility for “talking” and “listening” effectively.  Provide training in “giving and receiving positive feedback” to all staff to enable safe and constructive feedback.  Identify a person within the Library to serve as mediator or ombudsperson when bad relations cannot be resolved within a unit OR identify resources on campus who will actively mediate.  Roundtable plays a key role in providing feedback to both administration and to working groups in-process. Roundtable is also a crucial conduit for information and opinion to and from staff. Ask Roundtable what they need to be more effective in these roles. Related ideas to consider:  Foster collegiality by sponsoring frequent library-wide social events designed to celebrate our diversity and to encourage staff from different units to know each other.  Involve staff in the development and implementation of a “recognition program” to celebrate both small and large achievements of individual and/or teams of staff. (examples to consider: FedEx recognition program; UCB campus document on Recognition and Reward Programs, at http://hrweb.berkeley.edu/GUIDE/gd-appg.htm) Ideas for Action Collegiality and Cooperation / Effective Communication – Part 2 of 2

Possible Milestones / Markers of Success

 A set of ground rules posted in every meeting room.  Staff changing their behavior in respect for the ground rules.  Staff being able to ask another to abide by the ground rules without either party feeling rancor or resentment.  A calendar of information-sharing meetings.  A calendar of information-gathering meetings.  “Certificates” issued to a significant number of people who participated in “Making Meetings Work.”  Meetings that use the basics of “Making Meetings Work.”  “Certificates” issued to a significant number of people who participated in a training/session on cultural diversity in the workplace.  Roundtable meetings having material and agendas for each scheduled time.  Roundtable meetings in which many people offer input on any given query, including perspective from their staffs.  Regular unit meetings that are well attended throughout the library, in which information is shared and opinions gathered.  Clearly stated guidelines for how to frame minutes/emails and when/how to distribute them.  A majority of staff who find reading minutes and emails to be an effective way to receive and send information.  A track record of successful mediation of difficult situations that cannot be remedied initially by those in conflict nor by their supervisors.

Possible Milestones /Markers of Success for “related ideas”  A series of well-attended events showcasing staff talents and ethnic backgrounds  Ever-increasing number of nominations for the SDC awards.  A series of “surprise” parties (5-50 minutes) to acknowledge an individual or team Ideas for Action Excellence and Creativity —Part 1 of 2

Objective / Desired Outcome: To create a librarywide environment in which the following statement is true.

13. We set realistic priorities among our tasks to ensure that the most important items can be performed to the Library’s standards of excellence.

Ideas for Action:  Continue and expand on efforts like that being made by the Excellence in Public Service Committee and Circulation Services Group to include front-line staff in development of standards of excellence for library functions.  Devise and implement annually a method to articulate librarywide and unit priorities; actively seek new initiatives from all ranks of staff.  Identify together, essential tasks we do now and weigh them against new initiatives/directions.  Seriously examine workloads and do not make/accept assignments that exceed capacity.  Find means to cover essential functions when short-term absences occur and to pass on all desirable functions as turnovers in staff occur.  Align Library-wide priorities with unit priorities and with individual job assignments.  Evaluate individual and unit performance in terms of stated library-wide priorities.  Approach problems together, considering all good ideas.

Related ideas to consider:  Hire enough staff so that all staff have time to imagine how to improve their work; experiment with solutions; and implement improvements.  Provide training to further the functions in the Library’s Statement of Purpose (e.g. “public/customer services”), and to foster the behaviors in the Library’s Statement of Values.  Recognize and reward excellence and creativity Ideas for Action Excellence and Creativity – Part 2 of 2

Possible Milestones / Markers of Success  Written standards of excellence exist for each component of the Library's Statement of Purpose.  Ongoing discussions occur within units and between staff and supervisors about what tasks are being performed and to what quality control measures are used.  Librarywide discussions occur of objectives we might pursue as an organization in the next __years, and discussions include the trades we might make in order to emphasize an existing or start a new program.  A statement is made each year by the UL of this year’s primary objectives (akin to the Chancellor’s objectives against which merit bonus program nominees were evaluated.) Such a statement might also include comments as to what we will scale back in order to accommodate new directions.  Unit and workgroup-level discussions are held of how daily work can change in order to support the Library’s and unit’s annual priorities.  Staff and supervisors reach agreement on expectations for performance evaluation based on changes in annual priorities, and these are incorporated into job cards and work flows.  Staff keep their job cards up to date and supervisors are familiar with the contents.  Staff have time to document procedures; supervisors are familiar with the contents; procedures are detailed enough to allow a backup staff member to perform the function.

Possible Milestones /Markers of Success for “related ideas”  Each employee’s job card includes a percentage of time to be spent on improving existing procedures, systems and services.  Each employee’s job card includes a percentage of time to investigate areas of interest to the employee (akin to the 3M model of researchers getting regular free time to pursue any project they like, whether it is approved or can be seen to result in profit soon.)  Recognize and reward staff who can facilitate solutions across departmental lines. A significant number of staff from all levels of the library attend sessions in strategic planning; setting priorities; accountability; how to measure success. Ideas for Action Participatory Decision-making —Part 1 of 2

Objective / Desired Outcome: A library-wide environment where the following statement is true.

23. As the environment changes (new projects, changes in personnel or workload, new decisions to be made,) we actively seek input from those who will be affected in order to both frame the problem and brainstorm potential solutions. Whenever possible, we allow time for give-and-take dialog on how best to proceed throughout the process.

Ideas for Action …for closely related ideas, see the package on Collegiality and Cooperation / Effective Communication  Lay the groundwork for informed discussions – staff and supervisors to share accurate and timely information  Begin regular discussions of “what’s new?” and “what consequences do we see?” in both unit and librarywide forums.  Improve Library capacity to brainstorm, encouraging ideas from many different perspectives, and on how to synthesize and translate these ideas into concerted action.  Provide release time and active encouragement for staff to participate in planning.

 Actively solicit input from staff who will be affected and/or who may have expertise.

Related ideas to consider:  Provide training in “participatory decision-making”  Encourage practice of discussing how decisions will be made, by whom and when. Ideas for Action Participatory Decision-Making – Part 2 of 2

Possible Milestones / Markers of Success  …for closely related ideas, see the package on Collegiality and Cooperation / Effective Communication  Staff raise issues and provide information to supervisors and within unit meetings on a regular basis.  Members of Roundtable regularly supplement Roundtable minutes by discussing with staff information, discussions, and decisions, which may affect unit and staff within the unit.  Departmental/unit meetings regularly include quick check-ins on “what’s changed or changing?” Staff and supervisors talk about changes in personnel, technology, procedures and policy (before or as they are happening) which will have ramifications for daily operations and/or long-term directions.  Brainstorming sessions result in a) lots of people participating, b) lots of good ideas, c) a sense of everyone having brought their most creative thinking to the problem, d) a sense that all ideas are welcome.  Groups are able to group and prioritize disparate ideas into workable plans of action.  Well-attended planning sessions.  Performance evaluations give credit for participating in planning sessions.

Possible Milestones /Markers of Success for “related ideas”  Significant number of library staff attend training on “participatory decision-making.” Ideas for Action Professional Growth and Development – Part 1 of 2

Objective / Desired Outcome: A library-wide environment where the following statement is true. 26. To support staff in being successful in their assigned duties, we provide training to all staff.

Ideas for Action:  Identify what training staff need to perform their current jobs well.  Discuss with staff and supervisors what support they need in order for staff to attend training.  Encourage and provide for continuing education to match skills with our changing environment.  Provide training in-house and by referral to on-campus or off-campus programs.

Related ideas to consider:  Identify what skills the Library expects to need in the near future and offer training to existing staff as a career development opportunity.  Continue and enhance programs intended to prepare staff for advancement within the profession. Ideas for Action Professional Growth and Development – Part 2 of 2

Possible Milestones / Markers of Success  The existence of a full-time Library trainer to assess needs, build curricula and offer or match students to classes.  Orientation program for new Library employees.  Quick-win program that identifies one learning need for each employee and the means to meet these needs.  Staff regularly identify training that they would find useful.  Staff regularly attend training and feel encouraged and supported to do so.  Supervisors are able to release staff to attend training opportunities without detriment to basic services.  Library-wide assessment performed of training needs (possibly using a consultant) as preparation for developing an ongoing training program.  Requests are made and honored for new types of training to respond to changes in the environment. (For example, units or individuals request and receive assistance from LHRD/Systems/Technical Services, etc.)  Library experts in various fields are encouraged and given release time to act as trainers and mentors to other library staff.  Posted list of competencies associated with library-wide functions within the library (akin to the existing Basic Skill Levels for New Technology - Library Information System Technical Expertise Basic Guidelines.)  Staff know what training options are open to them (within the Library, on campus and outside the Library) and how to apply.  An active mentoring program.  An active formal and informal rotation program.  Job-related training goals are built into annual evaluations.

Possible Milestones / Markers of Success for “related ideas”  Job competency profiles exist for skills we expect to need in the near or long term.  Career-related training goals are built into annual evaluations.  Calendar exists of library-hosted lectures on the changing functions within libraries.  Staff are encouraged to attend and have easy access to classes and talks on building a career. Ideas for Action Recognition – Part 1 of 2

30. We actively pursue a pay structure competitive with the market for all classifications represented in the Library.

Ideas for Action:  Staff and Library administration pro-actively address the issue of competitive pay with campus and UC administration and to let others know when we’ve done so.  Open discourse within the Library on competitive pay: collect, evaluate for accuracy and share information on pay rates for in-library, on-campus and off-campus jobs that are comparable.  Find creative ways to pay staff appropriately given the current campus pay rates.  Analyze Library pay rates and ensure that Library jobs are competitive when compared to other campus positions, which recruit from the same employment pool.

Related ideas to consider:  Discuss (and redress as necessary) the perception that, within the Library, staff doing similar work in different units are not paid the same.  Discuss (and redress as necessary) the perception that performance evaluations and recommendations for bonuses within the Library are not done consistently and fairly between units.  Evaluate the current merit pay and merit bonus programs and identify methods of rewarding excellence that provide control and flexibility for managers.  Pursue possibilities for non-pay but real financial benefits  Discuss with staff how they would like to be recognized in addition to (not instead of) improving pay. Ideas for Action Recognition – Part 2 of 2

Possible Milestones / Markers of Success  Letters/petitions to campus and UC administrators sent by staff and Library administration, cc’d to other interested staff.  Data collected and made available about “what is” so that we can grapple as a community with how to get from where we are to where we want to be. Some examples: campus report on compensation (much-cited, that notes a 21% discrepancy between campus clerical salaries and comparable off-campus pay); longitudinal study of increases in library wages as compared to cost of living in the Bay Area; study of how librarian salaries at UCB compare to librarian and other information professionals elsewhere in the Bay Area.  Scheduled discussions with staff and campus compensation personnel about wages and what actions we might pursue on behalf of Library staff (e.g., have entry level be an LA3; add steps to the Library Assistant series; raise ranges for LA’s and for librarians.)  The existence of a moderated library listserv to share thoughts and information on compensation.

Possible Milestones /Markers of Success for “related ideas”  Find ways to support indirect forms of compensation (e.g., subsidized parking; tuition remission; free tuition for children of staff (like at Stanford); time off to complete a degree with a commitment to return to work.)  Data collected and made available about equity within the Library. Some examples: Report pay increases recommended within units and between units made available to staff; Report merit bonus recommendations within units and between units; Report of performance evaluations completed and not completed by the due date made to AULs/Directors for follow-up.  Discussions and agreement within the library about what template we should use for performance evaluations (may need to be different for librarians vs. non-librarian staff?)  Discussions about recognition programs that staff would find meaningful that are in addition to pay. Ideas for Action Safe, Comfortable and Healthy Work Environment – Part 1 of 2

34. We respond immediately and thoroughly to staff concerns about the work environment, taking action per advice of experts on campus when mitigation is needed.

Ideas for Action  Speak up early and respond quickly to issues regarding ergonomics and safety in the workplace.  Provide and attend librarywide training/information about safety and health in the workplace.  Provide more options for workstation design/components in order to accommodate the fact that different people have different needs (e.g., variable or adjustable desktop heights)

Related ideas to consider:  Regular and systematic review of all library departments for ergonomic, health and safety concerns in cooperation with Environmental Health and Safety (EHS) staff.  Update the UC Berkeley Library Program for Safety, Emergency Preparedness and Emergency Response  Plan and execute regular building evacuations in Doe/Moffitt and encourage building managers of other Library facilities to do so.  Restock library emergency supply cabinets.  Annually allocate resources towards ergonomic/safety improvements (akin to hardware upgrades) Ideas for Action Safe, Comfortable and Healthy Environment – Part 2 of 2

Possible Milestones / Markers of Success  Staff raise issues of concern promptly, one-on-one with supervisors and/or at departmental meetings.  Departmental meeting agendas regularly including time to discuss safety/comfort/health.  Training modules are offered in the library on ergonomic safety, OSHA standards, emergency preparedness and response, etc.  “Certificates” issued to a significant number of staff who attended safety and health programs.  Annual budget line for ergonomic furniture to facilitate response to needs as they arise.  Library FTE assigned and/or campus resources identified to complete ergonomic/environmental orders/repairs/installations identified by staff/supervisors in consultation with campus experts.  Agreements with campus facilities staff to expedite projects, which require their involvement.  Method in place to “fast track” ergonomic equipment orders.  A selection of workstation components is available (e.g., desk height, lighting), keyboards/trays, mice, etc., and supported by Space Planning/Systems to accommodate the fact that different people have different needs.  Program/checklist and funds to set up workstations for new (or transferring in) employees tailored to their needs.

Possible Milestones /Markers of Success for “related ideas”  Library FTE assigned and/or campus resources identified to perform an annual review of all Library units with an eye to health and safety issues.  Revised safety, emergency preparedness and response documents on line with relevant sections in print.  Early Birds/Town Halls on Safety, Emergency Preparedness and Emergency Response documents, procedures and initiatives.  A Library Security Council and/or the Library Safety Committee to monitor requests and their resolutions, and to proactively provide for safety and health improvements in the Library.  Schedule for Doe/Moffitt building evacuations  Schedule for evacuations of other buildings housing subject specialty libraries.  Active lobbying for safety and emergency procedures and drills by unit heads and Library administration with building managers/safety committees of buildings housing subject specialty libraries  Putting out an annual call for “ergonomic/health/safety” needs in units.